6 Leadership Styles
There's much debate about which leadership style is best. Back in 2000, Daniel Goleman published an article in the Harvard Business Review (March-April), based upon his research. The following is a summary of that article.
Coercive
What it is
This style is associated with the “Do what I tell you, now!” Coercive leaders expect and demand immediate compliance.
When is it effective
This style can be effective in times of crisis.
What are the associated pitfalls
This is the least overall effective leadership style. It has very negative implications in terms of innovation, commitment to the team and organization, and motivation. For high performing employees, this style is especially difficult to accept.
How to use it effectively
In times of crisis or turnarounds, this style may be the best choice. Use it judiciously and sparingly.
Authoritative
What it is
This style is associated with the “Here’s where we’re going. Come with me.” These leaders are inspiring and motivating and they catalyze people towards a common goal. This is the most positive overall style.
When is it effective
This style is almost always effective. However, it is especially valuable when change in vision or new direction is needed.
What are the associated pitfalls
This style doesn’t work well when the leader is working with peers who are more experienced.
How to use it effectively
It’s difficult to overuse this style! However, to avoid being heavy-handed, mix in other positive styles (coaching, affiliative and democratic).
Affiliative
What it is
This style is associated with putting people first. They care about people and they demonstrate that caring in all they do. They build relationships. They give positive and timely feedback. They are masters at creating a sense of belonging.
When is it effective
This style is generally effective. However, it is especially valuable when the leader is trying to build harmony, improve morale and communication, or repairing broken trust.
What are the associated pitfalls
If used in isolation, this style can lead to poor performance if the leader only focuses on praise.
How to use it effectively
This style is most effective paired with the authoritative style.
Democratic
What it is
This style is inclusive and builds consensus through participation. These leaders get buy-in from various parties.
When is it effective
This style is especially useful for creating responsibility and flexibility (leading to innovation) among team members. It gives people a say in their future which increases their commitment. This style is very valuable for idea generation.
What are the associated pitfalls
ENDLESS meetings where ideas are discussed over and over again and nothing happens. It also falls short when employees are not competent or are lacking requisite experience.
How to use it effectively Use this style in conjunction with other styles to balance idea input and clear direction.
Pacesetting
What it is
This leader exemplifies very high personal performance standards; looks for ways to constantly improve; pinpoints poor performers; and demands high performance.
When is it effective
This style works well if the team is very motivated, highly competent and requires little to no direction.
What are the associated pitfalls
This style destroys climate. Employees feel overwhelmed and morale suffers. This leader usually gives either little or unclear direction; often jumping in to “do things right.” Their hallmark is “If I have to tell you the way to do things, you’re not right for the job.” Employees give up on doing their best; they resort to guessing what the leader wants.
How to use it effectively
Use this style sparingly.
Coaching Style
What it is
These leaders help employees identify their strengths and weaknesses and tie them to the employee’s personal and career aspirations. They get agreements from employees on performance standards and learning plans. They develop people.
When is it effective
It is effective in a number of situations, however, it is most useful when the employee is open to it and wants to improve or when the employee is motivated to learn and develop.
What are the associated pitfalls
If the employee is not open to change, it can be a waste of time. Caution: if a leader isn’t skilled at coaching and giving feedback in ways that motivate and fuel development, they can unintentionally create fear and uncertainty.
How to use it effectively
It’s hard to overuse this style; however, don’t rely on it alone. Often, people need the clear direction that comes from the authoritative style in conjunction with the coaching style.
The bottom-line according to Goleman, is, “Leaders who have mastered four or more – especially the authoritative, democratic, affiliative, and coaching styles – have the best climate and business performance.”
© 2011 Bobbi Kahler. All rights reserved. Developing Leaders, Creating Possibilities: Kahler Leadership Group
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